Camosun College is proud to be a part of resilient community. Amid COVID-19, Camosun has remained open although most programs, supports and services have been virtual. Thanks to the hard work and creativity of our employees, we continue to ensure our students receive a world-class education. Now, more than ever, the college’s Strategic Plan is an important guiding light. Whether on-campus or virtually, we remain committed to the best possible student experience; supporting diversity; building on creativity and innovation; and improving sustainability for the environment and society. Strategic Plan The fourth annual Progress Report shows how the life-changing education delivered by the college supports our students and communities throughout British Columbia and beyond as well as businesses, industries and employers. 2019/2020 I am proud of our students. Despite the challenges of a pandemic, Camosun alumni will be able to thrive in a changing world because they are equipped with the education, skills and knowledge to contribute to the success in a bright post-COVID-19 social and economic future. PROGRESS REPORT Sherri Bell President 1 1 CORNER POST The Student Experience Goal 1 Ensure we have an environment in which students learn to learn; are engaged in community; and acquire skills and knowledge that effectively supports them in building their futures Goal 2 Develop a strong, college wide service philosophy and culture that puts students at the center of everything we do Achieved: In progress: Key Performance Indicators: • Established a mapping project for all applied learning opportunities • Launching a multiyear plan to improve and consolidate services to students NEW! NEW! • Reorganised the Centre for Accessible Learning to play a more integrated role in the student experience • Working with department staff to prioritize and implement recommendations from review of counselling services Dual Credit – South Island Partnership with Five Local School Districts Source: Internal Tracking Former Youth in Care/Tuition Waiver • Developed Academic Accommodations Policy for Students with Disabilities • Reorganizing Athletics and Recreation to play a more integrated role in the student experience • Implemented the renewed model for SafetyNET • Launched enhanced student transitional support through Orientation programming • Planning the implementation of the new Student Services Fee to enhance services for students in the areas of academic advising, mental health and wellness • Implemented enhanced resources for supporting students in crisis • Continuing to work on final phase of Colleague revitalization project. Student module go-live date is March 2021 • Developed high-level concept plan of collaboration spaces for the Wilna Thomas Building • Working to establish Academic Integrity, Admissions, Grading and Prior Learning Assessment (PLA) Policies • Created significant student collaboration space in the Alex & Jo Campbell Centre for Health and Wellness, the Centre for Business and Access and the Liz Ashton Campus Centre • Focussing on increasing the number of students in dual credit programs and Former Youth in Care Key Performance Indicators: Overall student satisfaction rate Source: BC Student Outcomes Survey 2013 2014 2015 2016 2017 2018 2019 Camosun 93% 92% 94% 91% 92% 90% 91% BC College Average 93% 93% 93% 92% 92% 92% 92% Target: Meet or exceed the BC provincial average • Not achieved 2 Source: Internal Tracking Year 2005 2015 2016 2017 2018 2019 Academic Year 2017-18 2018-19 2019-20 Students 186 1254 1328 802 836 793 Students 74 91 89 Target: To increase by 5% Target: Incremental annual increase *The Student Experience Survey was not completed in 2019/20 due to COVID-19; the results from the five KPIs below are from 2018/19. Percentage of students who felt supported in achieving their educational objective Percentage of students satisfied with their overall educational experience Year Supported Neutral Not Supported Year 2017 61% 35% 4% Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2018 83% 11% 5% 2017 82% 13% 5% 2018 86% 8% 5% Percentage of students who indicate that Camosun has provided opportunity to apply real world learning Year Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2018 79% 14% 7% Percentage of students satisfied with their co-op placement or work-related experience Year Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied Percentage of students who feel they belong at Camosun 2017 48% 45% 7% Year Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2018 54% 43% 11% 2018 78% 17% 5% 3 2 CORNER POST Supporting People in an Engaged Community Goal 1 Recognize and celebrate diversity within the college community. Achieved: In progress: Key Performance Indicators: • Offered multiple college-wide diversity related activities and themed days (e.g. Orange Shirt Day, Let’s Talk Day, Anti-Bullying Day) • Creating new learning resources for Workplace Leaders regarding: Human Rights, Accommodation and Return to Work NEW! • Participated in the 2019 Victoria Pride Parade in partnership with the College Pride Collective • Evaluating Camosun’s Respect in the Workplace training in conjunction with the implementation of the College’s Equity, Diversity and Inclusion (EDI) strategy • Focused on ‘Building a Resilient Community’ to promote positive mental health discussions (e.g. Conversations Day in February 2020) • Continuing to build upon Indigenization Policy and the Community of Practice coordinated through the Centre for Excellence in Teaching and Learning (CETL) • Delivered several Equity, Diversity and Inclusion related learning workshops through the Centre for Excellence in Teaching and Learning (CETL): • Developing Camosun’s Employee Mental Well-Being Strategy » Supporting Culturally and Linguistically Diverse Learners » Intercultural Learning in Teamwork • Reviewing college EDI practices to identify how EDI practices can be strengthened Key Performance Indicators: 68% 2019/20 Fiscal Year Target: For 2020/21: 80% Note: Target of 100% is not possible due to ongoing hiring of new employees required to complete RWP NEW! Equity, Diversity and Inclusion Related Policy Development* % Complete Equity, Diversity and Inclusion Policy 100 Learning Accommodations Policy 90 Indigenization Policy 80 Number of staff who have completed the full TTW training Source: Internal Tracking # of Employees Completed *As of March 31, 2020 Target: All three policies 100 % complete by 2020/21 » Pulling Together: Indigenization Guide for Teachers Study Group Up to 2017 232 NEW! Up to 2018 314 • Created Camosun’s first Employee Mental Well-Being at Work Framework to guide the development of future mental well-being strategies, resources and supports Indigenous Students In Trades by Academic year Up to 2019 438 Source: Internal Tracking » Inclusive Teaching Competence » Indigenous Education Community of Practice • Developed Academic Accommodations Policy for Students with Disabilities • Received status as one of three Canadian colleges meeting eligibility to partner in a national project to promote equity, diversity and inclusion through the Dimensions Project Target: All Camosun employees HR Leading for Engagement and Performance Human ResourcesRelated Learning Supports for Workplace Leaders 2015-16 2016-17 2017-18 2018-19 2019-20 95 125 167 153 122 Total number of Women In Trades by Academic year # of courses/toolkits currently available 8 Source: Internal Tracking # of courses/toolkits scheduled for 2020/21 delivery 3 2015-16 2016-17 2017-18 2018-19 2019-20 # of courses/toolkits scheduled for 2021/22 delivery 3 280 264 295 365 276 Target: 15 total courses/toolkits by 2022/23 4 % of Employees Completing Respect in the Workplace Training Target: Incrementally increase annually 5 2 CORNER POST Supporting People in an Engaged Community Achieved: • Completed conversations with the Research Ethics Board to ensure Indigenization protocols are in place • Completed the Indigenization Policy Goal 2 Build on the support for the Indigenous peoples and communities in BC. CORNER POST Key Performance Indicators: Achieved: Proportion of Indigenous students • Increased faculty, staff and student opportunities for offshore programming Source: 2016 Statistics Canada Census: Greater Victoria Indigenous Population is 6.1% • Purchased a 38 foot canoe • Completed Intercultural Centre in Alex & Jo Campbell Centre for Health and Wellness • Completed 14 TRC goals • Completed the first ever Indigenous cohort of red seal carpenters in community in Bella Bella Students 2015-16 2016-17 2017-18 2018-19 5.8% 6.3% 6.4% 5.9% Target: Continue to exceed the GV Indigenous population • Not Achieved • Continue work with ARA University and the University of Hawaii • Continue to implement contract training for public servants, ie: reconciliation and working with Indigenous peoples *The Student Experience Survey and the Employee Engagement Survey were not completed in 2019/20 due to COVID-19; the results from the two KPIs below are from 2018/19. Number of students who indicated that their experience at Camosun improved their understanding of Indigenous issues and culture Source: Student Experience Survey • Working toward completion of remaining TRC goals: 19 in progress, 6 ongoing Positively Neutral Not At All 2017 31% 40% 29% 2018 50% 27% 23% Employee response to statement: “I see the effects of the College’s Indigenization Plan in my workplace” Source: 2017 Employee Engagement Survey 2017 90% responded Medium and High • Continued small increases in international enrollments • Obtained Regulated International Student Immigration Advisor (RISIA) certification for nine members of the student service team Build internationalization opportunities for the college. International Student Counts by Country of origin India 705 China 564 Vietnam 161 Other 874 • Developed and provided new learning opportunities for newcomers to Canada and international students to learn about Indigenous peoples’ history and culture In progress: • Maintaining close contact with currently enrolled international students both located on Vancouver Island and overseas to maintain enrollment numbers • Developing new online marketing efforts given restrictions on international travel Target: to increase diversity • Achieved – from 70 to 79 countries • Maintaining international relationships with recruitment agents and exchange partners Total Number of study abroad enrollments by academic year • Increasing social media presence Source: Internal Tracking Key Performance Indicators: Total number of international students by academic year Source: Internal Tracking 2015-16 2016-17 2017-18 2018-19 2019-20 1618 1988 2090 2246 2384 Target: Small increase in student numbers • Achieved 6 Goal 3 Key Performance Indicators: • Increased the diversity of the international student body In progress: • Continue work to develop Indigenization Strategic Plan 2 Supporting People in an Engaged Community Year Outgoing Short term Field School Total 2018–19 25 12 15 52 2019–20 32 16 (all cancelled) 20 (all cancelled) 32 Target: to increase outbound student numbers • Not achieved due to travel restrictions 7 3 Creativity & Innovation CORNER POST Goal 1 Actively Activelyengage engagethe thecollege college community community in recognizing in recognizing andand building building on innovation on innovation and and creativity. creativity. Achieved: Key Performance Indicators: • Received Federal funding to support Camosun Innovates (CI) and programs to expand into composite technology NEW! • Received Provincial funding to hire technology students to support CI projects • Created and launched new Interactive Media Developer (IMD) program in September of 2019 • Created and received approval for the new credential – post diploma certificate in Clean Energy and Efficient Building Key Performance Indicators: Students in contact with Camosun Innovates Source: Internal Tracking June to June *The Student Experience Survey and the Employee Engagement Survey were not completed in 2019/20 due to COVID-19, so the results from the two KPIs below are from last year. 2020 My department values a diversity of ideas and approaches Engaged within the Curriculum 320 Source: 2017 Employee Engagement Survey Employed 23 2015 86% reported this occurs with high or medium frequency Target: Increase number of students in contact with Camosun Innovates by 5% 2017 86% reported this occurs with high or medium frequency *The Student Experience Survey and the Employee Engagement Survey were not completed in 2019/20 due to COVID-19, so the results from the KPI below are from last year. Level of agreement with the following statement: My experience at Camosun has included creativity and innovation In progress: • Continuing to explore funding opportunities for augmented reality and other technology opportunities • Working to revamp new Education Approvals process • Using Creativity and Innovation funding, Camosun Innovates is working with Indigenous artist Cary Newman and the National Museum of Human Rights, transferring all elements of the Witness Blanket to a digitized three dimensional format to share with Indigenous schools across the country Agree or Strongly Agree Neutral Disagree or Strongly Disagree 2017 54% 37% 9% 2018 59% 28% 14% My department values innovation Source: 2017 Employee Engagement Survey 2015 2017 8 Source: 2017 Student Experience Survey 88% reported this occurs with high or medium frequency 86% reported this occurs with high or medium frequency 9 4 CORNER POST Sustainability for the Environment & Society Provide leadership and support on key social, environmental and economic issues impacting the college. Achieved: Key Performance Indicators: Key Performance Indicators: • Completed the mechanical upgrade of HVAC for Huber Hall GHG Emission Source Data *The Student Experience Survey was not completed in 2019/20 due to COVID-19, so the results from the two KPI below are from last year. • Created an electric shuttle bus “Westshore Express” route for the Westshore to Interurban Campus • Created and expanded Park and Ride/Walk programs • Completed multiple washroom upgrades as per water audit recommendations • Completed installation of six new Electric Vehicle (EV) charging stations at Interurban Campus • Finalized Transportation Demand Management Strategy and Plan and integrated with Campus Master Plan Total Emissions 2012 2013 2014 2015 2016 2017 2018 2019 1843 1771 1442 1608 1586 2115 1990 1949 To what degree has Camosun’s sustainability culture influenced your understanding and actions with respect to sustainability? Source: Student Experience Survey Target: continue to reduce GHG emissions • Not achieved as we added a new building Positively / Shaped in an extremely positive way Neutral Very little / Not at all 2017 48% 35% 17% 2018 66% 25% 9% Diversion rate of materials away from the landfill or incinerator Source: Sustainability Office, Facilities Services 2016 32% In progress: 2017 32% • Implementing LED street parking lot lighting upgrade for Markham Road and Parking lot 2 – Interurban 2018 31% 2019 35% • Developing a Clean Energy and Efficient Buildings post diploma program in renewable energy Camosun has positively influenced my actions to advance sustainability. This includes respect and care for people, the land and environment, and future generations Target:continuous improvement • Achieved Source: Student Experience Survey Agree Neutral Disagree • Implementing Dental Building envelope renewal Rate of people using single driver automobiles Source: Ancillary Services Parking Survey and counts 64% 25% 11% • Implementing Boiler replacement at Lansdowne Alan Batey Library & Learning Commons • Developing green meeting and event planning guidelines • Implementing HVAC upgrade at Huber Hall – Red Lab Interurban • Creating new Electric Vehicle Charging Stations at the student parking lot – Lansdowne • Re-igniting the Sustainability Plan 10 Goal 1 2012 Count Survey 2013 38% 2014 2015 37% 47% 2016 2017 44% 41% 2018 2019 45% 41% 45% Target: Reduce the percentage of single driver automobiles • Not achieved 11 12